Item 9 - Appendix 2
West Dunbartonshire Council · 17 August 2022
Back to Corporate Services Committee — 17 August 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Key Activities Conduct user research into recruitment; Refresh ACHIEVE Values and publish recruitment question bank to ensure recruiting for behaviour and values; Review job quality and design to reflect fair work convention; Digitise creation of Job Profiles; Analyse and improve maturity of recruitment data and data analytics; Develop employer branding and employee value proposition to increase engagement in talent pool, promote career opportunities, develop internal job market and attract applications from under- represented equalities groups. Year 1 Spotlight on Recruitment 2022 2023 2024 2025 2026 WDC People First - 5 year plan This contributes directly to the achievement of West Dunbartonshire Council's Strategic Plan July 2022 Year 3 Spotlight on Development Year 5 Spotlight on Recognition Year 2 Spotlight on Onboarding Year 4 Spotlight on Retention Employee Lifecycle Recruitment Recognition Retention Development Onboarding Transition Key Activities Reinforce programmes/learning by linking to values Ensure learning adds value and is promoted for all ensuring fit for future skillsets for all employees Ensure learning pathways support succession planning and talent development Establish Innovation Hub Evolving culture of engagement through personal & professional growth by encouraging ownership and empowerment and the opportunity for innovation through Chief Officer Groups and Innovation Hub Data capture - personal and professional development information Policy and Process influenced by data and driven by employees and services Key Activities Develop supports for Career Development, including refresh of Coaching & Mentoring opportunities Continue to build and support Digital Skills development Extend opportunities for development in Data Skills/analytics and Service Design Enable and support Peer communities to aid collaboration, communication Explore the role of wellbeing in high performing teams and share this learning for organisational improvement Explore the links between quality relationships and conversations at work with wellbeing and performance Improve channels for the Employee Voice to be heard and harnessed including extending use of Trickle Continue to develop flexible approaches to meet individual needs Enable others to explicitly link work initiatives with strategic direction Challenge working practice and influence culture change Research introduction of Stay interviews and analyse data along with exit interview data Key Activities Learning Feedback and recognition of achievement Digital Badges Off boarding - analyse employee data, surveys, exit interviews to inform practice, reporting destinations e.g. promotion, relocation, to gauge leaver analysis Supported to Positive Destinations and Recommended as place to work Bench marking and comparing with other employers Key Activities Conduct user research into onboarding; Review of Induction including redevelop APP via M365 tools, and inclusion of data skills and wellbeing; Review of Skills Passports, and include Service Design and Wellbeing Charter; Embedding human centred management, and good people management practices, linked to behaviours and values; WFP Training and awareness; Console development. Appendix 2